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George H Litwin

Biographic Data

ID3611251
NAMEGeorge H Litwin
GIVEN NAMESGeorge H
FAMILY NAMELitwin
SIGNATURELITWIN G H
AFFILIATIONSThe Graduate Center
VERIFIEDNo
TOTAL WORKS5
TOTAL CITATIONS59
WORKS AS AUTHOR5
WORKS AS EDITOR0
FIRST PUBLICATION YEAR1960
LATEST PUBLICATION YEAR1992
H-INDEX3
  • A Causal Model of Organizational Performance and Change

    Open Access•W Warner Burke, George H Litwin•ARTICLE•Journal of Management•1992

    To provide a model of organizational performance and change, at least two lines of theorizing need to be explored-organizationalfunctioning and organizational change. The authors go beyond description and suggest causal linkages that hypothesize how performance is affected and how effective change occurs. Change is depicted in terms of both process and content, with particular emphasis on transformational as compared with transactional factors. T…

  • Organizational Climate

    Charles W Nelson, Renato Tagiuri et al.•ARTICLE•American Sociological Review•1970•Cited by: 29

  • Motive patterns and risk preferences associated with entrepreneurship

    H H Meyer, Heinz Meyer et al.•ARTICLE•Journal of Abnormal & Social…•1961•Cited by: 3

  • Achievement motive and test anxiety conceived as motive to approach success and motive to avoid failure

    John W Atkinson, George H Litwin•ARTICLE•Journal of Abnormal & Social…•1960•Cited by: 19

    “... the following hypotheses are investigated: persons in whom the motive to achieve success is stronger than the motive to avoid failure (a) should prefer tasks of intermediate difficulty, (b) should show greater persistence in working at an achievement related task, and (c) should show more efficie

  • The achievement motive, goal setting, and probability preferences

    John W Atkinson, Jarvis R Bastian et al.•ARTICLE•Journal of Abnormal & Social…•1960•Cited by: 8

  • Organizational Climate

    Charles W Nelson, Renato Tagiuri et al.•ARTICLE•American Sociological Review•1970•Cited by: 29

  • Achievement motive and test anxiety conceived as motive to approach success and motive to avoid failure

    John W Atkinson, George H Litwin•ARTICLE•Journal of Abnormal & Social…•1960•Cited by: 19

    “... the following hypotheses are investigated: persons in whom the motive to achieve success is stronger than the motive to avoid failure (a) should prefer tasks of intermediate difficulty, (b) should show greater persistence in working at an achievement related task, and (c) should show more efficie

  • The achievement motive, goal setting, and probability preferences

    John W Atkinson, Jarvis R Bastian et al.•ARTICLE•Journal of Abnormal & Social…•1960•Cited by: 8

  • Motive patterns and risk preferences associated with entrepreneurship

    H H Meyer, Heinz Meyer et al.•ARTICLE•Journal of Abnormal & Social…•1961•Cited by: 3

  • Achievement motive and test anxiety conceived as motive to approach success and motive to avoid failure

    John W Atkinson, George H Litwin•ARTICLE•Journal of Abnormal & Social…•1960•Cited by: 19

    “... the following hypotheses are investigated: persons in whom the motive to achieve success is stronger than the motive to avoid failure (a) should prefer tasks of intermediate difficulty, (b) should show greater persistence in working at an achievement related task, and (c) should show more efficie

  • The achievement motive, goal setting, and probability preferences

    John W Atkinson, Jarvis R Bastian et al.•ARTICLE•Journal of Abnormal & Social…•1960•Cited by: 8

  • Motive patterns and risk preferences associated with entrepreneurship

    H H Meyer, Heinz Meyer et al.•ARTICLE•Journal of Abnormal & Social…•1961•Cited by: 3

  • Organizational Climate

    Charles W Nelson, Renato Tagiuri et al.•ARTICLE•American Sociological Review•1970•Cited by: 29

  • A Causal Model of Organizational Performance and Change

    Open Access•W Warner Burke, George H Litwin•ARTICLE•Journal of Management•1992

    To provide a model of organizational performance and change, at least two lines of theorizing need to be explored-organizationalfunctioning and organizational change. The authors go beyond description and suggest causal linkages that hypothesize how performance is affected and how effective change occurs. Change is depicted in terms of both process and content, with particular emphasis on transformational as compared with transactional factors. T…

Psychology (5 works) · Social Psychology (5 works) · Education, Achievement, and Giftedness (3 works) · Business (2 works) · Need for achievement (2 works) · Organizational Learning and Leadership (2 works) · Academic and Historical Perspectives in Psychology (1 work) · Affect (linguistics) (1 work) · Anxiety (1 work) · Cognitive Abilities and Testing (1 work)

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